• Owner Advisory & Operational Support (Current): Hands-on partnership with owners—whether institutional investors or founders—to measurably optimize business processes and drive sustainable value creation.
• Vantra Investment Club (Current): Founder of an investment club focused on backing innovative tech companies. This runs alongside my mandate work.
• Corporate Financing (Current): Financial modelling, planning, and negotiations. Support across mergers, acquisitions, and complex financing structures.
• Family Office Management (Former): Interim leadership of a family office with 40 staff across Zurich and Dubai, overseeing day-to-day operations and strategic initiatives.
• Public Sector Projects (Former): Strategic, security, and investigative project support for federal, cantonal, and municipal authorities.

• Droit (Former): New York–based tech firm specialized in low-latency, real-time monitoring; funded by Goldman Sachs and UBS.
• Investment Navigator AG (Former): The world’s leading platform for regulatory suitability checks in wealth- and asset management.
• iSource Intelligence (Former): Formation of a special-purpose vehicle on behalf of a Swiss authority to conduct Lex Koller investigations.
• Credit Suisse Group (Former): UHNWI investment advisory and project management.

I am on a mission: to keep as many small businesses in Europe independent and deeply rooted in their local communities as possible.

The Challenge
The European SME landscape is at a critical juncture. Over 95% of all businesses in Europe are small and medium-sized enterprises, accounting for roughly two-thirds of all jobs. Many of these companies are led by owners approaching retirement. As they step back, a crucial question arises: what will become of these businesses?

Aside from a permanent closure, there are two possible paths:

• Sale to large investors: Often backed by debt-financed corporations or private equity firms, these buyouts frequently lead to aggressive job cuts, rising price pressure, and the loss of local identity. The era of independent, community-based businesses would come to an end.
• Passing the torch to the next generation: Energetic, talented successors—whether family members, employees, or dedicated founders—carry on the enterprise. Like their predecessors, they prioritize local employment, customer proximity, and reinvestment in the community.

Unfortunately, the latter path succeeds far too infrequently. About one-third of businesses in Europe find no viable succession plan and must close their doors. In the coming years, 15% of European SMEs will face an ownership change—a massive upheaval that will determine the future course of our economy.

I am committed to preserving independent entrepreneurship, vibrant communities, and the future of Europe’s SME landscape.

Europe’s Backbone: Independence and Entrepreneurial Spirit
For centuries, self-reliance and local entrepreneurship have been part of the European DNA. The spirit of autonomy that shapes our direct democracy is mirrored in our decentralized economy. Even centuries ago, small communities of independent craftsmen, farmers, and merchants banded together to maintain their autonomy. This heritage continues to define our economy: countless European institutions began as small enterprises and represent generations of innovation and quality.

The contribution of these businesses to the national economy is immense. Year after year, European SMEs generate a substantial share of total economic output and provide employment and opportunities for over three million people. They are the backbone of our economy and a bulwark of stability. Beyond their economic weight, they personify the opportunity and freedom that make our countries so attractive. In many European countries, entrepreneurial courage is rewarded: those who take responsibility, blaze new trails, and create real value for others find all doors open.

A Tragic Dilemma
Despite their vital role, today’s owners often face a painful dilemma regarding the future of their life’s work. They understand how essential their business is to employees, customers, and the region. Yet, they frequently find only unsatisfying options when planning succession.

One option is selling to a deep-pocketed buyer: while owners secure the hard-earned proceeds of years of dedication, they know this may jeopardize their workforce and clientele. External investors might cut jobs, replace long-tenured staff, or degrade service—aimed solely at quick profits.

The alternative is handing the business to a trusted individual—such as a long-time employee or a local entrepreneur—even if it means accepting a price below market value. Many retiring owners are willing to make financial concessions to ensure their “baby” is in good hands, even at the expense of a portion of their life’s savings.

Why do so many face this dilemma? A tangible capital gap exists. Those best suited to carry on an SME—local managers, seasoned executives, or industry veterans—often lack the hundreds of thousands of francs in liquid assets needed for a takeover. Conversely, those with ready capital—such as financial investors or banks—usually lack the time, local insight, or passion to steward the business in line with the outgoing owner’s vision. This mismatch between available capital and entrepreneurial expertise is precisely where many transitions falter.

Preserving Independent Entrepreneurship
Our success will ultimately be measured by how many businesses remain in the hands of local entrepreneurs. To achieve this, all stakeholders must pull together. In Europe, we are fortunate to have a robust network: dedicated investors who believe in the next generation of SME owners, experienced mentors from the ranks of successful entrepreneurs willing to share their knowledge, and municipalities that recognize the value of vibrant local businesses for the common good. Together, we ensure that independent enterprises do not become relics of the past.

Owner-led SMEs are far too important to concede without a fight to a handful of large corporations or anonymous investment funds.

If you, too, envision a future where the master painter next door sponsors the youth soccer team and local tradespeople support the village festival—in short, a future where our communities remain shaped by independent businesses—then join my mission. Together, we can build a more participatory economic system that benefits employees, local communities, and customers alike.